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Many companies have tried to steer change on their own, only to find that the road is much bumpier than anticipated. More than 80% of our engagements started after previous attempts had burned out key players and resources. That’s when we step in, providing the expertise that often eludes internal teams. One of the most common pitfalls is overburdening line managers with change management responsibilities. These managers are excellent at handling day-to-day operations, but the skills required for steering a change initiative are entirely different. The expertise needed includes not only a deep understanding of change management methodologies but also the capacity to guide a team through the inevitable turbulence of transformation. When change is treated as an afterthought – managed by individuals without the proper tools or experience – the result is often a failure. Traditional command-and-control methods may work in routine business scenarios, but they fall short when creativity and flexibility are crucial. The consequences? Projects that miss their targets, prolonged timelines, and an unsettled workforce.

Exploring Succession Planning and Opportunity-Risk Management. We reflect on the key themes and insights presented in our blog post focusing on succession planning and opportunity-risk management within a family businesses active in the supplier sector for automotive, with a specific lens on a Brazilian case study. The blog delves into the intricate dynamics of family businesses, especially as they transition across generations. It poses thought-provoking questions about the sustainability of family-led management in evolving market landscapes and highlights the importance of integrating generational change with strategic business transformations.